9-406-010 REV: OCTOBER 16, 2006 THOMAS J. DELONG Infosys (A): Strategic Human Resource Management How do you feel when you look around and realize that 80% of your colleagues have been in the company for less than 24 months? — an Infoscion On November 13, 2003, the HR leadership team led by Hema Ravichandar, head of human resources for Infosys Group, left the conference room with a mixture of excitement and apprehension; a feeling that, they decided dryly, was familiar after a strategy
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Exploring Excellence PGDM (GM) (GMP 2013–14) AN AICTE APPROVED FLAGSHIP FULL-TIME MBA PROGRAM FOR EXPERIENCED PROFESSIONALS E-brochure http://www.placementkloud.com/xlrigmp 01 02 03 04 05 06 08 10 12 14 16 MESSAGE FROM THE DIRECTOR Learning and growth are vital for a healthy environment in organizations. We at XLRI have structured our programmes in such a manner as to equip the future managers of tomorrow with learning, competencies and skills that can significantly contribute to
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IT INDUSTRY and PESTLE ANALYSIS The Indian information technology sector has been instrumental in driving the nation's economy onto the rapid growth curve. According to the Nasscom-Deloitte study, the IT/ITES industry's contribution to the country's GDP has increased to a share of 5.2 per cent in 2007, as against 1.2 per cent in 1998. Further, the IT and BPO industries are poised to clock revenues worth US$ 64 billion by the end of fiscal year 2008, registering a growth of 33 per cent with exports
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THE TALENT THRUST FOR ACHIEVING EXPONENTIAL GROWTH September 2007 Introduction This paper outlines the people strategy that can be adopted by a people intensive company that is looking at achieving exponential growth in revenues and business. To illustrate this better, an example of a mid cap IT Company has been taken. The IT Company is focused on meeting the challenges omnipresent in the business environment detailed in the paper, while ensuring the goals of the organization are achieved
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A Research Project Report On ATTRITION MANAGEMENT Submitted in partial fulfillment for the requirement of the MBA Degree awarded by Bangalore University Submitted by Ponnappa I.S 04XQCM6064 Under the guidance of Praveen Kamat Professor M.P.Birla Institute of Management M.P.Birla Institute of Management Race course road Bangalore-1 INDIA 1 DECLARATION I hereby declare that this dissertation entitled ‘ATTRITON MANAGEMENT’ is the result of project work undertaken by me under the
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ABSTRACT This project is based on “BPO INDUSTRY IN INDIA”. Business Process Outsourcing is the delegation of one or more of the business processes to an external provider, which in turn owns, manages and controls the selected processes based on some specific standards. It was started in India in early 1980’s by the British Airways who set-up their captive unit in Delhi. BPO in India starts with low-end data entry processes, but now it moves up the value chain and deals in core business
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periodical promotion may be a very striking for a sales person and can an increase R&D budget a better option for a data scientist. • Infosys is the first company to offer ESOPs to its employee .the company followed patchy compensation structure where the employees’ compensation is totally depends on the performance of individual, the team and company. • Infosys has recently launched “Pathfinder,” which is again a career movement agenda for the workforce. The management opinion is try their best
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PROJECT REPORT ON HR PRACTICES IN TATA CONSULTANCY SERVICES Guided by: Submitted by Titiksha Patidar(HRF058) Acknowledgement This is to acknowledge the quality help that was provided by the Institute-ITM and the related faculty
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CORPORATE SOCIAL RESPONSIBILITY (CSR) – THE NEED OF THE HOUR What is CSR? “No success or achievement in material terms is worthwhile unless it serves the needs or interests of the country and its people “ - Late Shri. J.R.D. Tata As evident from the above definition, the basic objective underlying CSR is maximization of societal benefits from business. The concept of CSR has been evolving since the early seventies, and yet there does not seem to be a uniform
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www.hbr.org How the best Indian companies drive performance by investing in people. Leadership Lessons from India by Peter Cappelli, Harbir Singh, Jitendra V. Singh, and Michael Useem Included with this full-text Harvard Business Review article: 1 Article Summary Idea in Brief—the core idea 2 Leadership Lessons from India Reprint R1003G Leadership Lessons from India Idea in Brief The leaders of India’s biggest and fastestgrowing companies take an internally focused, long-term
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